Transition: Your First 💯 Days
Leadership transitions can be sudden and unexpected. One day, you're leading a division or segment of the company; the next, you're catapulted into the CEO role.
OR...
Imagine this: you're on the brink of stepping into the CEO role, part of a meticulously planned transition. The current CEO has been at the helm for decades, and you, a vibrant and forward-thinking leader, are brimming with ideas and ready to take on the challenge.
No matter how you got to this point, you have worked hard to achieve it over many years. You've consistently demonstrated your ability to lead others, guided by values aligned with your firm's culture, and you have been very successful. You have garnered the respect and trust of your colleagues and your employees.
Now, what do you do?
Transitions can be tricky. Now, all eyes are on you, and as I like to say to my clients, "Everything flows from you." Let me explain.
People in your organization look to its leaders for cues based on the leaders' behaviors and actions. It's a don't do as I say, do as I do phenomenon.
People look to the CEO, in particular, for guidance and direction. There are higher expectations for the CEO.
They want to know where we are going as an organization and its purpose. They want to be inspired. They want to feel that the organization and the CEO care about their well-being.
Your first 100 days as the new CEO are essential. You want to set the tone for your leadership and demonstrate that you are the right person at the right time to guide the direction of your firm.
Understanding this new dynamic is essential, but there are pitfalls to watch out for. Here are a few mistakes that I see leaders make.
Mistake #️⃣ 1️⃣: Imposter Syndrome
As a new CEO, you may think you need to be different and change to fit the new role. You've already demonstrated that you deserve to be the leader, so why change now?
The added pressures, expectations, and stress these cause can result in second-guessing yourself. Self-doubt begins to set in, and you ask yourself, how did I get here? Do I deserve to be the CEO?
Mistake #️⃣ 2️⃣: Trying to Please Everyone
It's in your nature—in everyone's nature—to want to be liked. The problem is that decisions aren't always popular or liked by everyone. Part of being the leader is making the tough calls.
Mistake #️⃣ 3️⃣: Believing In Your Own Headlines
Confidence is a tricky thing. Yes, you should be proud of your accomplishments and want to demonstrate self-confidence in your new role.
However, the opposite of Mistake #️⃣ 1️⃣ above is overconfidence. Overconfidence leads to poor decisions that usually diminish trust in one's ability to lead effectively.
If you're a student of the Ancient Greek Myths, you know that hubris is a fatal flaw.
Mistake #️⃣ 4️⃣: Forgetting to Listen
Most decisions are best made outside a vacuum. Those around you helped you on your journey to the top; you didn't make it there alone. So why would you now believe you need to make crucial decisions yourself?
Mistake #️⃣ 5️⃣: Doing Too Much
Now that you have significantly greater responsibilities—you know, "The Buck Stops Here"—you may feel like you need to do everything and have your hand in everything to be effective as the CEO.
Unfortunately, this approach can and will negatively affect your well-being, not to mention that you will show your colleagues that you don't trust them to get the job done.
The Antidotes to Avoid These Mistakes
To avoid these mistakes, I recommend you consider the following:
Don't turn yourself into what you think a good CEO should be. What got you to this position will still work for you going forward. Assess your strengths and leverage them.
Be decisive, seek the counsel of your colleagues and advisors, and be aware of the impact of critical decisions. Excellent leadership is founded on a balance of professionalism and empathy.
Be clear about your values, and don't be swayed by the opinions of others. Seek advice when you need it, but there will be times when you must be the arbiter in decision-making. By holding true to your values and the values and culture of your organization, you will usually make the right decisions at the right time.
Allow yourself to be vulnerable. You don't have to have all the answers. Again, leverage your strengths. If your experience is lacking, go outside your comfort zone to enhance your abilities and strengthen your leadership versatility.
Build trust by trusting others. Remember, you are not alone; the team surrounding you is there to help. Meet with your leadership team one-on-one regularly. Encourage them to do the same with their direct reports. Humility goes a long way in building relationships and trust.
Until next time!
